Lisa Heft is an international consultant, facilitator, and educator who specializes in the group facilitation method Open Space Technology as well as in Interactive Learning. In this article, previously published in The Systems Thinker, Lisa offers an examination of systems theory as a set of principles that can help us be more conscious about the choices we make and the effect they have on the complex interconnected systems around us.

"Remember that you
are this universe
and this universe
is you."
--Joy Harjo.

Most fields of inquiry and research are based on the theory that if you can study a part of a process, event, or thing, you can make some assumptions about the whole nature of it. This is so well understood to be true that we treat it as fact. But is it a fact?

For example, we know that people's thoughts are caused by the mechanics of brain function. We have performed tests directly stimulating the brain; we have studied the chemistry and biology of the brain; we have studied people with portions of their brain removed or damaged. We know how the brain works. We can explain, predict, and fully describe things and processes by what we have observed about them. And if we study enough of the individual parts, we will understand how they all fit together as a whole entity or process.

It is generally understood that almost all events, things, and processes behave in a certain way. A causes B, which then results in C.

In the rare situation where that is not the case, we treat it as a random occurrence--unplanned and unconnected to anything else. It just happens.

But there are some in the fields of life sciences, ecology, social sciences, and other areas of study and theory who sense that things do not happen in linear or predictable ways. Perhaps our tangible, concrete ways of analyzing and building fact and theory are limited--and limit us from understanding the whole picture

The diversity of the Pegasus Conference learning community is reflected in the range of work presented throughout the program. Depending on where you are in your learning journey, you may choose to make systems thinking a more or less explicit focus of your conference experience. Consider these systems thinking related sessions, as you plan your own conference agenda.

A01 & B01: Introduction to Systems Thinking I & II
Ginny Wiley; Michael Goodman, Innovation Associates Organizational Learning
Systems thinking--seeing the underlying structures that drive our behavior and the interconnections in our world--is a key management skill for the 21st century. In this two-part session with two of the field's leading trainers, build a foundation of systems thinking knowledge and explore new ways to address the complex issues in your organization. more...

A05: Lessons for Working with Limits to Growth
Rich Oda, Change Agent Inc.; Mikako Yusa, Mars Japan, Ltd.
All enterprises face limits--time, money, natural resources, customers, and so on. Learning how to skillfully work with those limits is key for the sustainability of our organizations and the larger community. In this workshop, play the Fishbanks® game and try to maximize your assets in a world with renewable natural resources and economic competition. more...

B02: Strategic Planning: Dancing with the System That Brought You
Susan Berardi; Scott D. Spurgeon, Rockwood School District
Even as the U.S. is in crisis, public schools are handcuffed to outdated teaching methods and government requirements that squelch the very learning necessary to compete in the 21st century. Conscious of this challenge, the Rockwood School District used simple systems thinking tools to create a five-year strategic plan to "beat" an entrenched norm of teaching to the test. more...

C01: From Conflict to Collaboration in a Multinational Supply Chain
Kambiz Maani, University of Queensland
It's a common scenario: Tensions flare as a cross-functional group of managers tries--yet again--to sort through a set of long-standing problems. But this time at FoodCom (a pseudonym), one of the managers proposes a new approach: applying basic systems thinking tools to get to the root of the issue. more...

F03: See the System, Experience the System
Gerald Swanson, The Boeing Company
Systems are at work all around us, but they can be difficult to perceive. One powerful way to begin to "get" systems is to physically experience concepts such as homeostasis, sub- optimization, system constraints, and synergistic emergence. Gerald will lead you through a series of activities designed to rapidly teach fundamental systems concepts. more...

F06: Adapt and Perform: What Boeing Test & Evaluation is Learning from Living Systems
Dennis O'Donoghue, The Boeing Company
Large organizations often demonstrate characteristics consistent with complex adaptive systems. Like living organisms, these networked systems have identity, intelligence, cognition, and unpredictable responses to changing conditions. Critically important to any leader seeking meaningful results is the principle that complex adaptive systems cannot be directed; they can only be influenced. more...

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